Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 5-1 Recruiting and Selecting...

Copyright ©2012 Pearson Education, Inc. publishing as Prentice HallCopyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 5-1

Recruiting and Selecting Employees

Chapter 5

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall

Chapter 5 Overview Matching labor supply and labor

demand Advantages/disadvantages of internal

vs. external recruiting Selection tools and their legal

defensibility Legal constraints of the hiring process

5-2


HR Supply and Demand

5-3


The Hiring Process

Three components in hiring process:

5-4


Recruitment

5-5

Sources of recruiting Current employees (ILM) Referrals from current employees Former employees Former military Customers

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Recruitment Sources of recruiting (continued)

Print and radio advertisements Internet advertising and career sites Employment agencies Temporary workers College recruiting Social Media

5-6


Recruitment

Internal vs. External Recruiting External—fresh perspectives

Learning Curve Internal—less costly

Signals opportunity to workforce Already acclimated to org. culture

5-7

Evaluating recruiting sources Cost per hire Time to fill Effectiveness [quality of candidate;

quality of recruiters and process (Rynes)]


Selection Tools

Letters of recommendation Poor predictors of job performance

Application/biodata forms Ability tests

*Cognitive [and Physical] ability tests

Work Samples [or probation period] Honesty tests Psychological tests

5-8


Selection Tools

Personality tests: The Big FIVE Extroversion Agreeableness *Conscientiousness Emotional stability Openness to experience_____________________________*most highly validated empirically as predictor of

performance across wide range of jobs [along with cognitive ability]

5-9


HR Faculty Application [6-25-15] Review of top 2

predictors of job performance

How would you rate this candidate?!

5-10


Selection Tools Interviews

Structured Interviews [legally defensible] Malos research on same [JAP]

5-11


Selection Tools Assessment centers

Used for upper managerial positions or other critical jobs [expensive]

In-basket exercises, leaderless group activities, other devices

5-12

Drug tests Reference checks Background checks [CA legal

req’s Handwriting analysis


Selection—Applicant Reactions

5-13

Applicant reactions to selection devices Prefer job simulations and

interviews Dislike personality and cognitive

ability tests [but among most valid!]

Manager reaction to selection systems Little research Prefer devices that are quick,

easy to administer and easy to interpret

Dislike excessive HR interference


Legal Issues in Staffing

Discrimination Defenses: Legitimate, non-discriminatory

practices [Disparate treatment] Valid selection tools [Adverse impact]

5-14

Affirmative Action obligations Negligent Hiring

Investigate past work-related behavior via references and background checks [duty of due care, due diligence]


Use of Social Media in Staffing

Six states--California, Delaware, Illinois, Maryland, Michigan and New Jersey--enacted legislation in 2012 that prohibits requesting or requiring an employee, student or applicant to disclose a user name or password for a personal social media account. California, Illinois, Maryland, and Michigan laws apply to employers. California, Delaware, Michigan and New Jersey have laws that apply to academic institutions. In all, fourteen states introduced legislation in 2012 that would restrict employers from requesting access to social networking usernames and passwords of applicants, students or employees.

CaliforniaA.B. 1844Status: September 27, 2012. Signed by Governor. Chapter 618.Prohibits an employer from requiring or requesting an employee or applicant for employment to disclose a user name or password for the purpose of accessing personal social media to access personal social media in the presence of the employer, or to divulge any personal social media. Prohibits an employer from discharging, disciplining, threatening to discharge or discipline, or otherwise retaliating against an employee or applicant for not complying with a request or demand by a violating employer.

5-15


Use of Social Media in Staffing

5-16

[See Case 3, text at page 178]

Six states--California, Delaware, Illinois, Maryland, Michigan and New Jersey--enacted legislation in 2012 that prohibits requesting or requiring an employee, student or applicant to disclose a user name or password for a personal social media account.


Use of Social Media in Staffing (cont’d)

5-17

CaliforniaA.B. 1844A.B. 1844 [2012]

-Prohibits an employer from requiring or requesting an employee or applicant for employment to disclose a user name or password for the purpose of accessing personal social media in the presence of the employer, or to divulge any personal social media.

-Prohibits an employer from discharging, disciplining, threatening to discharge or discipline, or otherwise retaliating against an employee or applicant for not complying with a request or demand by a violating employer.

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 5-1 Recruiting and Selecting...

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